The concept of learning orientation was first examined at the individual level, and research at that level generally shows that a learning goal orientation is associated with adaptive behaviors and outcomes. Bunderson and Sutcliffe (2003) extend the concept to the group level and find that group-level learning orientation goals are significantly related to important outcomes. Scholars have further extended the concept of learning orientation to the firm level. Hult and his colleagues define a learning orientation as, ‘‘the degree to which the members of the. . . unit stress the value of learning for the long-term benefit
of the. . . system’’ (Hult et al., 2003, p. 544). Garvin (1993, p. 80) defines a learning organization as ‘‘an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.’’ Learning orientation at the firm level is comprised of three underlying values: a commitment to learning, open-mindedness, and shared vision (Baker and Sinkula, 1999; Calantone et al., 2002; Celuch et al., 2002; Sinkula et al., 1997). Firms that consciously attempt to learn – i.e., process information in a manner that expands its potential scope of operations (Huber, 1991) – and make learning a priority tend to do better than firms which do not (Baker and Sinkula, 1999;
Hedberg et al., 1977). A learning orientation reflects an internal management focus on making organizational learning a priority for organizational participants (Baker and Sinkula, 1999; Bunderson and Sutcliffe, 2003; Celuch et al., 2002; Garvin, 1993; Senge, 1990). Organizational learning closely relates to the concept of knowledge sharing (Huber, 1991; Hult et al., 2002). Cohen and Levinthal (1990) tie together the constructs of knowledge and learning in their concept of absorptive capacity and argue that learning normally occurs proximate to existing knowledge.
1. Managers basically agree that our organization’s ability to learn is the key to our competitive advantage
2. The basic values of this organization include learning as key to improvement
3. The sense around here is that employee learning is an investment, not an expense
4. Learning in my organization is seen as a key commodity necessary to guarantee organizational survival